Someone to talk to when it's tough at the top

Abstract

PurposeThis article argues that business needs to look again at offering the support and assistance directors require.Design/methodology/approachDescribes the case of a successful operations director in a large electronics company who could be considered a strong candidate for managing director of a new division the company is creating. But there is a rival for the job in the form of an established sales director in the company. Moreover, the chief executive has decided that, rather than be up‐front about the situation, he will let the two candidates fight it out. Highlights the advice and support the operations director has received through the BrainXchange.FindingsContends that asking for help in a business setting can sometimes be seen as being weak or not knowing your job as well as you should. Yet the problems that confront director‐level staff are often far from straightforward. Moreover, the sensitivity and confidential nature of the issues that director‐level staff must deal with mean that they often must solve the problem alone. Outlines an alternative way to help directors to achieve the results every business expects.Practical implicationsPuts forward an interesting solution to the problem of how best to advise and support people at the top of the organization.Originality/valueArgues that many businesses worth their salt recognize that junior staff need mentoring and training. But just because a person goes up the career ladder does not mean that he or she should not continue to be offered help.